What can ‘liberated companies’ teach HR?

Freedom- and responsibility-based companies are spreading all over the world but the region where the ‘corporate liberation’ movement is strongest is just across the Channel. In France and Belgium this movement involves Michelin, Airbus, Décathlon, ministries, social security branches, and hundreds of SMEs. Do these French-speakers have some lessons to teach UK HR managers? Having observed corporate liberation for a decade now, I think they do.